Executive Summary
DEI as a business imperative across all operations – from how we build our products, to who we partner with, to how we spend our money.
Over the past two years, we have embarked on a long-term DEI strategy to inspire empathy, redesign systems, and drive accountability through our people, products, partners, and the wider tech ecosystem we are a part of. We’ve learned that, even with ambitious goals, making meaningful progress in our workforce representation data takes time.

Lessons Learned

The process of making change has revealed three key learnings:

DEI is a marathon, not a sprint.
Yet there is no finish line because DEI is a means, not an end.
We must invest for the long-haul, by introducing tools for fundamental changes that last a lifetime, and spread responsibility for delivering DEI across the entire leadership team and company. Our ambition is to create an “ownership” culture for DEI where team members are inspired, incentivized, and rewarded for building an inclusive culture, workforce, and product.
Data is key.
You can’t improve what you don’t measure.
We will continue to refine our internal demographic data collection, share those data insights with key stakeholders, and create tailored, strategic plans that take account of different team cultures within Snap. One size does not fit all, and DEI strategies for individual teams require nuanced data and strategy.
Impact requires prioritizing systems change.
When it comes to DEI, we too often react to events instead of driving deep systemic change.
To shift that dynamic requires greater intentionality and capacity from DEI teams, as well as business teams themselves. Investing in a DEI team cannot alone drive systemic change. By the same token, failure to invest protects the status quo. Since publishing our first Diversity Annual Report in 2020 we have more than doubled the size of Snap’s IDEA Team (Inclusion, Diversity, Equity & Awareness), and we now have a dedicated partner from nearly every business vertical with a responsibility for taking forward systemic change.
While we have made strides in redesigning our systems, we still have more work to do to give our team members the tools and resources they need to truly take ownership of DEI.

Our Workforce

Our 2021 data shows areas where we made progress, such as increasing our percentage of women in tech roles, growing our overall representation of women across our company, and boosting Asian representation in leadership by a significant margin. Our data also highlights a number of areas where we must continue to improve –  including the retention of women and Black, Hispanic/Latinx, and Indigenous team members, especially among senior leadership.

Women in tech roles increased by nearly 3.1pp (percentage points), up to 19.6% toward our overall goal of 25% by 2025.
Overall, the percentage of women at Snap globally increased to 34.9% — a 2.1pp increase.
Asian team members in leadership in the US increased from 14.3% to 17.1% — an increase of nearly 20% — toward our overall goal of 17.9% by 2025.
Underrepresented racial and ethnic groups in the US increased by 1.3pp up to 17.4% — toward our overall goal of 20% by 2025 (Black representation increased from 4.9% to 5.3%, Hispanic/Latinx from 6.8% to 7.6%, and Multiracial from 4.1% to 4.2%).

Our representation for Native Hawaiian/Pacific Islanders and Native American/Alaskan Natives stayed the same at 0.1% and 0.2%, respectively.
The attrition rate of women at Snap has increased year over year driven by an increase in attrition of women in non-technical roles.
Attrition rates of Hispanic/Latinx team members have slightly increased from 1.09 to 1.17, where 1 equals the average attrition for Snap.
Attrition rates of Black team members have decreased year over year, from 1.87 to 1.52, where 1 equals the average attrition for Snap.

Data Deep Dive
Our workforce data for 2021 includes team member representation, hiring, and attrition data. We know that building an inclusive culture isn't only about who we hire, but also about who we retain.
Setting Goals
As part of our larger commitment to hold ourselves publicly accountable, last year we announced several new goals to increase the representation of historically underrepresented U.S. racial and ethnic groups, women in tech roles, and women and underrepresented groups in leadership by 2025*.
*This goal is to increase women in leadership by 30% and U.S. racial and ethnic groups by 30%. Asians are included in our racial and ethnic group leadership goal.

More from the Report

Download the Diversity Annual Report